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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking Stock and Flow Diagram |  Operations Accountability Ladder |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 45-90 min | 2-6 h | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 1-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | DynamicsSimulationFeedbackSystems thinking | ResponsibilityLeadershipTeam |